商业银行实施扁平化的利弊分析(Analysis of advantages and disadvantages of flat implementation of commercial banks).docVIP
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商业银行实施扁平化的利弊分析(Analysis of advantages and disadvantages of flat implementation of commercial banks)
商业银行实施扁平化的利弊分析(Analysis of advantages and disadvantages of flat implementation of commercial banks)
At the beginning of 2004, the CBRC issued on the China bank, Construction Bank China company governance and regulatory fees, clearly stipulates that the two pilot banks should be in accordance with the principle of intensive management, the implementation of flat and vertical business management, business process integration and management processes, optimize the organizational structure, improve the allocation of resources, improve business the operation efficiency, organization structure reform as one of the ten major tasks of the two banks of the joint-stock reform. At the end of 2004, President Liu Mingkang made clear that flattening and verticality is the direction of commercial bank management and affirmed the restructuring of our bank. And, I put forward in the overall plan for organizational restructuring, from the mainstream mode of international commercial bank organizational structure, fully considering the national situation and the market, and gradually form a customer-centric, to benefit as the goal, and background division and restriction, vertical, horizontal auxiliary, flat, professional organization in order to enhance the effectiveness of efficiency and risk control ability, marketing management of our bank. So, what is flat management? What are the pros and cons of flattening management? What problems should we pay attention to in the implementation of flat management in commercial banks?
First, the concept of flat management
To really understand the concept of flat management, you have to identify several other underlying concepts:
A. management range (spanofcontrol): the number of subordinates or departments under the jurisdiction of a manager. Peoples management scope is limited, and the effective management range depends on various influencing factors. As the range of management increases in arithmetic progression, the possible relationship bet
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